MISSION
T o provide the traveling public with a safe, cost effective, and unique driving experience across the scenic
Chesapeake Bay.
February 28, 2014 The Honorable Terence R. McAuliffe Governor, Commonwealth of Virginia Office of the Governor Post Office Box 1475 Richmond, Virginia 23218 Dear Governor McAuliffe: We are pleased to submit the Annual Report on the operation of the Chesapeake Bay Bridge and Tunnel District for the year January 1 through December 31, 2013, in accordance with the provisions of Paragraph 16, Chapter 714 of the 1956 Acts of the General Assembly. The economy, while still sluggish, has provided many challenges and opportunities for the District in 2013. The following pages include information on the District’s traffic volumes, revenue bonds, financial status, operations, maintenance, promotional activities, and community involvements. We thank you for the opportunity that you afforded staff to provide you and Secretary Layne with a tour of the facility on February 4, 2014. We look forward to you being the keynote speaker for our 50th Anniversary celebration of the opening of the Chesapeake Bay Bridge-Tunnel on April 15, 2014. If you should have any questions concerning this report or the operation of the Bridge-Tunnel, please let us know and we would be most happy to discuss them with you. CHESAPEAKE BAY BRIDGE AND TUNNEL COMMISSION Frederick T. Stant, III, Chairman
Celebrating Fifty Years and Tunneling Towards the Future ~ 1964-2014
COMMISSION MEMBERS FREDERICK T. STANT, III CHAIRMAN CITY OF VIRGINIA BEACH THOMAS B. DIX, JR. VICE CHAIRMAN ACCOMACK COUNTY JENNIFER LEE SECRETARY-TREASURER CITY OF PORTSMOUTH JOHN W. SALM, III, P. E. NORTHAMPTON COUNTY PAUL R. HEDGES CITY OF CHESAPEAKE JOHN W. WHITE NORTHAMPTON COUNTY
COMMISSION MEMBERS
B. WAYNE COLEMAN CITY OF NORFOLK
CHRISTOPHER G. STUART CITY OF HAMPTON
DEBORAH CHRISTIE
ACCOMACK COUNTY
THOMAS W. MEEHAN, SR. CITY OF NEWPORT NEWS
JOHN F. MALBON
COMMONWEALTH TRANSPORTATION BOARD
JEFFREY B. HOLLAND EXECUTIVE DIRECTOR
CHESAPEAKE BAY BRIDGE AND TUNNEL DISTRICT
32386 LANKFORD HIGHWAY
CAPE CHARLES, VIRGINIA 23310
757/331-2960 FAX 757/331-4565
WWW.CBBT.COM
PROFILE
F or fifty years, the Chesapeake Bay Bridge-Tunnel has captured worldwide attention as a modern engineering wonder and an important East Coast travel convenience. Crossing over and
under open waters where the Chesapeake Bay meets the Atlantic Ocean, the Bridge-Tunnel provides a direct link between Coastal Virginia and the Delmarva Peninsula (Delaware plus the Eastern Shore counties in Maryland and Virginia), and saves 90 miles from the journey between Virginia Beach and points north of Wilmington, Delaware, as compared to the I-64/I-95 corridor. The Chesapeake Bay Bridge and Tunnel Commission is the governing body of the District. The Commission consists of eleven members who are appointed by the Governor of the Commonwealth of Virginia. One member represents the Commonwealth Transportation Board and the remaining ten members represent the localities within the District. The District is comprised of six cities: Virginia Beach, Norfolk, Portsmouth, Chesapeake, Hampton, Newport News; and the two Eastern Shore counties of Northampton and Accomack. Following its opening on April 15, 1964, the Bridge-Tunnel was selected “One of the Seven Engineering Wonders of the Modern World” in a worldwide competition that included more than one hundred major projects. In addition, in 1965, it was distinguished as “The Outstanding Civil Engineering Achievement” by the American Society of Civil Engi-neers. In 2000, the Bridge-Tunnel was recognized by Structural Engineer magazine as one of the “Seven Structural Engineering Wonders of America for the 20th Century.” In 2007, the Chesapeake Bay Bridge-Tunnel was named one of Virginia’s “Top Seven Manmade Wonders” in an online poll conducted by the Richmond Times-Dispatch. The scenic Chesapeake Bay Bridge-Tunnel continues to be ranked #1 in Virginia’s Top 25 Attractions most frequently visited by East Coast travelers.
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TRAFFIC
T he Chesapeake Bay Bridge-Tunnel (CBBT) provides the only direct north/south route
across the lower Chesapeake Bay. Traffic increased overall in calendar year 2013.
Traffic for seven of the twelve months in 2013 exceeded those in 2012. Out of the top
100 traffic days in the CBBT’s history, eight occurred in 2013.
Traffic totaled 3,559,748 vehicles in 2013, an increase of 50,144 over 3,509,604 vehicles
recorded in 2012. Cars and light trucks accounted for 90.2% of the total traffic or 3,211,410 vehicles,
an increase of 1.3% versus 2012. Heavy trucks totaled 333,538 vehicles or 9.4% of total traffic, an
increase of 2.6% over 2012. Buses totaled 14,800 vehicles or 0.4% of the total traffic, and registered
an increase of 2.0% over 2012. On page vii of the attached financial report is a comparison of traffic,
by classes, on a monthly and yearly basis for 2013 versus 2012. A review of traffic changes since
inception of the facility is indicated in the following graph:
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G ross toll revenue for cal-
endar year 2013 totaled
$45,991,727, an increase
of $683,867 or 1.5% above gross toll
revenue received in 2012. The Dis-
trict began accepting credit card pay-
ments in the toll lanes for customer
convenience in 2012. Cash, E-ZPass, scrip, and credit cards are accepted for the payment of tolls.
E-ZPass utilization for 2013 totaled 46% with revenues of $45,991,727 as compared to 43.3% with
revenues of $45,307,860 for 2012. In calendar year 2013, the District incurred total fees of $450,947
for processing electronic payments as compared to $472,302 during the previous year. As a result,
net toll revenues for 2013 totaled $45,540,780 versus $44,835,558 in the prior year.
The District’s other revenues include leases on the Little Creek property, the operation of the
Chesapeake Grill Restaurant and Virginia Originals Gift Shop, and miscellaneous income. Other
revenues in 2013 totaled $1,149,985 versus $1,159,595 in 2012, a decrease of $9,610 or 0.8%.
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REVENUES
BONDS
A s of December 31, 2013, the District had three outstanding series of bonds totaling
approximately $101,780,000 par value with an average debt service interest rate of
4.37%. During 2013, $6,675,000 par value of bonds matured.
On September 12, 2012, Fitch Ratings affirmed our “A-” bond rating on the $44,405,000 in
outstanding General Resolution Revenue Bonds, Refunding Series 1998.
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At the end of 2013, the District’s outstanding debt portfolio had a ratio of 57% variable rate
debt and 43% fixed rate bonds. An interest rate exchange agreement between the District and
Deutsche Bank synthetically fixes the rate of interest on all of the variable rate bonds. Since 2004, the
District’s strategy to lower borrowing costs through the utilization of variable rate debt in combina-
tion with interest rate hedges has proven very beneficial.
Parallel Thimble Shoal Channel Tunnel
Phase II -A
I n 1960, $200 million of revenue bonds were sold by the Chesapeake Bay Ferry Commission,
subsequently the Chesapeake Bay Bridge and Tunnel Commission, to finance the original
crossing of the Bridge-Tunnel project. These bonds were secured by a pledge of toll revenues
from the project and no federal, state, or local tax dollars were used for the construction of the Bridge
-Tunnel nor were the bonds secured by the full faith and credit of the Commonwealth of Virginia.
The Bridge-Tunnel opened to traffic on April 15, 1964 as a 20-mile two-lane highway toll facility
and is located in arguably the most tumultuous marine environment of any infrastructure in the world.
In 1987, as traffic continued to increase, as safety problems mounted, and as difficulties were
encountered in performing maintenance operations under traffic, the Commission began giving
consideration towards expanding the facility from the existing two lanes to a four-lane facility.
In-house studies were undertaken and it became obvious that there would not be enough funding,
through both bond proceeds and capital project investments on hand, to afford the construction of the
two additional tunnels; however, it was felt by the Commission that it would be prudent to move
forward with four-laning of the facility with the additional tunnels to be constructed at a future date
when economically feasible.
Parallel Crossing
I n 1989, the Commission approached the General Assembly of Virginia for the approval to parallel
the facility. It was unanimously concluded by the General Assembly that an additional two lanes
would be needed on the Chesapeake Bay Bridge-Tunnel by the year 2000, to remedy the “no detour
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route” issue, to accommodate growing maintenance and safety needs, and future traffic growth. It
was also determined that tunnels could not be financed through revenue bonds at that time and would
have to be constructed as part of the Parallel Crossing, Phase II Parallel Tunnels Construction. The
study concluded that the Parallel Crossing should proceed in four-laning the remainder of the
project. Upon completion of the 1990 Session of the General Assembly, the Governor signed the
bill, which had been unanimously passed in both the Senate and the House, to authorize the Chesa-
peake Bay Bridge and Tunnel Commission with the authority to move forward with the projects to
parallel the existing crossing of the Chesapeake Bay Bridge and Tunnel.
From 1991 to 1995, the District engaged consulting engineers, traffic engineers, and financial
advisors to design the project; obtain necessary permits; and to develop financial models for Phase I
of the parallel crossing, which included the entire facility except for the two tunnels. Phase II, two
additional tunnels, would be constructed at a later date.
From 1995 to 1999, the construction of the parallel crossing, Phase I, took place and included
major rehabilitation on the trestles and bridges of the original crossing. The Phase I total construction
cost was estimated to be $275,000,000 but actually cost approximately $260,000,000.
Capital Planning History and Toll Rate Schedule Adjustments
I n order to make construction of parallel tunnels economically feasible through the increased accu-
mulation of monies in the General Fund and to enhance capacity to issue revenue bonds, the
Commission, at its May 2004 meeting, approved a new toll rate schedule, which commenced June 1,
2004, and was projected to generate a $13.06 average toll per vehicle. The Capital Projects Plan
adopted in July 2004 included an estimated parallel tunnel price tag of $900,000,000 to be able to
start both Thimble and Chesapeake Channel Tunnel construction in approximately 2015, to maximize
economies of scale.
In anticipation of the 2004 toll rate increase, the District hosted two citizen information
meetings, which were lightly attended (twelve individuals attended the Virginia Beach meeting and
three individuals attended the Eastern Shore meeting), and there were no negative comments on the
proposed toll increase or the necessity of parallel tunnels. The Commission agreed to continue to
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provide a discount to customers making a round-trip crossing within 24 hours.
The $17 round-trip toll, effective June 1, 2004 through December 31, 2013, is a 15%
discount off of the 1991 toll rates and a 6% discount off of 1982 toll rates. In contrast, Con-
sumer Price Index inflation has increased 133% in 29 years since 1982, which would equate to a $21
one-way car toll today. The CBBT tolls compare favorably to similar crossings. The most geo-
graphically similar saltwater crossing in the U.S. is the 17-mile Cape May - Lewes Crossing which is
spanned by the Cape May - Lewes Ferry in the Delaware Bay. Tolls range from $38 to $54 one way
for a passenger car and two occupants, depending upon travel season with elongated crossing and
embarkation times. The most similar fixed crossing in the world is the ten-mile-long Oresund Bridge
Tunnel, which connects Skane, Sweden and Copenhagen, Denmark. The Oresund, unlike the CBBT,
receives substantial public funding and charges a one-way cash passenger car toll of $55.83.
Importantly, traffic surveys were conducted in 2005 to assess the percentage of out-of-state
vehicles that utilize the Chesapeake Bay Bridge-Tunnel. These surveys indicated that over fifty
percent of the total toll revenues are paid by customers who reside outside of the Commonwealth of
Virginia.
At its May 2010 meeting, the Commission awarded a conceptual study and cost estimate for
the Thimble Shoal Channel Parallel Tunnel to Jacobs Engineering Group. The scope of this en-
gineering project was to prepare a conceptual design on the tunnel to be in compliance with the most
recent NFPA recommended guidelines for fire egress, ventilation, and electrical components, which
had changed substantially. Prior to the award of this study, the most recent $1.3 billion parallel
tunnels (both tunnels) cost estimate had been developed in 2007, which had increased $ 400 million
from the estimate that was derived by staff in 2004. Also an important objective was to save design
costs by conceptually designing only one of the two tunnels since the tunnel designs will be very
similar. Thimble Shoal Channel Design was selected as it is the more expansive and conservative of
the two design envelopes; Thimble Shoal Channel Tunnel will be marginally longer and deeper. The
District works with the Virginia Port Authority in monitoring future shipping requirements into
Hampton Roads ports and has scoped the depth envelope of the Thimble Shoal Channel parallel
tunnel to allow for the most conservative Thimble Shoal Channel depth of 67 feet, with 3 feet of
safety factor rating or “over dredge” to allow for a net 70 feet of clearance with 10 feet of tunnel
7
cover. Correspondingly, Chesapeake Channel Tunnel will be scoped at a depth of 55 feet with 3 feet
of over dredge, even though the existing channel is only maintained at 45 feet.
The final estimate that was prepared as a result of the completed conceptual design resulted in
an estimated cost for Thimble Shoal Parallel Tunnel of $958,500,000 in Fiscal Year 2021 dollars.
Given this magnitude of cost, the Commission, at its May 2011 meeting, decided when it adopted its
capital projects capacity model that the parallel tunnel construction will be completed in two separate
phases. Thimble Tunnel would be completed first by 2025, and thereafter there will be an approxi-
mate 30-year period before Chesapeake Channel Tunnel is completed. This bifurcated phased
approach assured that a more conservative capacity model will be embraced for tunnels completion,
which will result in both reduced borrowing costs due to better ratings from rating agencies and less
need for larger toll increases on a staged basis for the facility.
In 2012, it became quite apparent that the project marketplace was experiencing deflation in
the United States as a result of the “Great Recession” and a real lack of mega projects in the market-
place. The Commission was also sensitive to the compression of interest rates that were well below
the conservative rates that had been utilized in all sensitivity analyses that had been conducted from
2004 through 2012. In September 2012, the Commission met for a strategic planning session to
assess any potential plans such as delivery models or financial plans that may accelerate the Thimble
Shoal Parallel Tunnel Project. It was decided by the Commission that additional due diligence would
be completed that specifically resulted in additional modeling and sensitivity analyses, additional
delivery models, and additional traffic engineering assessments, as relates to levels of service in the
tunnels and travel and time analyses across the facility.
The District’s financial advisors at Public Financial Management re-evaluated the existing
financial models for Thimble Shoal Parallel Tunnel construction including scenarios that introduced
the usage of alternative delivery models and federal and state financing programs that had not been
considered previously. In total, 21 different financial models were created that incorporated various
toll rate structures, delivery models and financing methods.
In prior financial models, the District had always assumed a traditional Design-Bid-Build
approach for Thimble Shoal Parallel Tunnel delivery and that financing would consist of a sizable
8
contribution from the District’s General Fund, with the remainder provided by toll revenue bonds. In
order to adhere to the prior construction timeline starting in July 2021, PFM’s financial models
indicated that a toll rate increase of 10% would be necessary in January 2014, followed by additional
10% increases every five years thereafter. The model required the issuance of over $699 million in
toll revenue bonds and total debt service over the life of the transaction would equal $2.15 billion.
Seeking to accelerate the construction start date and to minimize construction costs, debt
service costs and toll rates for customers, the District evaluated alternatives to improve all the factors
in the financial models. The restructuring of the plan of finance to include a TIFIA loan offered the
largest improvement to the plan. Due to the rural nature of the project, the District assumed a TIFIA
loan of 49% of eligible costs, or approximately $423.9 million. By utilizing TIFIA, the project start
date could be advanced from July 2021 to July 2017, saving construction costs of $123.1 million. In
order to save even more time and money, the District assumed that the project would be procured
using a Design-Build method rather than the traditional Design-Bid-Build method. The alternative
delivery method is estimated to save an additional 8.4%, or approximately $77.7 million, of the
projects costs plus allow the construction to start another year earlier in July 2016.
Beyond the construction costs savings generated by advancing the project start date, TIFIA
generates enormous debt service savings over the life of the outstanding debt. The financial models
show that total debt service in the restructured plan of finance is reduced to only $1.49 billion, a
savings of $662.6 million compared to the model without TIFIA or the Design-Build procurement
method.
Given the substantially positive implications of the aforementioned analyses, the Commission
determined at its next Strategic Planning Session in May 2013, that the Parallel Thimble Shoal
Channel Tunnel Project should be accelerated and that an average 10% toll increase be effective on
January 1, 2014, to be able to fund the project in an accelerated manner, contingent upon public infor-
mation sessions being held to glean customer and public comment regarding the toll rate schedule
adjustment and the acceleration plan.
Public information sessions were conducted during July and August of 2013 in four locations:
Accomack County, Northampton County, the City of Norfolk (Southside Hampton Roads), and the
City of Hampton (Peninsula). There were 186 total attendees, 76 of whom provided a written
comment. Sixty-two of the 76 comments were positive public comments that supported the accelera-
tion and overall toll rate schedule adjustment, which results in round trip tolls that would be $18 for
passenger cars commencing in January 2014, as compared to $17 for passenger cars prior to the
change. Twelve of the 76 comments were against the toll rate schedule increase and two of the
comments were neutral. After the substantially positive responses were gleaned, the Commission
resolved at its August 2013 meeting to adopt the revised toll rate schedule to be effective January 1,
2014. This revision also includes four new rate discounts that were not provided previously. The
most significant of which is a $5 fare for passenger vehicles that make 30 one-way trips, or 15 round
trips, in a 30-day period. Importantly, all discounts require the use of E-ZPass, effective January 1,
2014.
Below is a matrix that compares toll rate per mile of the CBBT to other marine crossings in
the area. Toll rate per mile is the accepted industry standard for facility pricing comparisons.
Design of the Thimble Shoal Channel Parallel Tunnel commenced in Fiscal Year 2014, which
would translate to the tunnel construction commencing in Fiscal Year 2016, after the environmental
NEPA process completion and successful procurement, and the tunnel will be opened to traffic in the
Fiscal Year 2020 time frame.
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The sources required for construction of parallel tunnels will be obtained through the sale of
revenue bonds and proceeds from a TIFIA loan sourced from the Federal Highway Administration, as
no federal, state, or local tax dollars are utilized by the District, as well as through the proceeds of
investments and cash reserved for special projects. As the Chesapeake Bay Bridge and Tunnel
District is an independent political subdivision of the Commonwealth of Virginia and is not a state
agency, additional bonds of the District will not impact the Commonwealth nor will they imply any
obligation by the Commonwealth.
Parallel tunnels are perceived at times by the public to be necessary only due to vehicular de-
mand increases not being able to be met by the existing two lane tunnels with contra-flow. That vari-
able is only one of many reasons. As has been jointly studied and was earlier referenced with the
Joint Legislative Audit Review Commission, unanimously passed by both houses of the General As-
sembly and signed by the Governor in 1990, as well as third party traffic engineering firms, the paral-
lel tunnels are needed for the following reasons:
a) Unlike all other Hampton Roads marine crossings, there is no alternative route in
the event of (1) a vehicular accident or breakdown in the tunnel, which occurs on
average 25 times per year, or (2) a tunnel structural and/or mechanical interruption
given the 50 year age of the existing tubes. As is evident, if one of the two tunnels is
lost for operation, the facility is shut down. Thankfully, if the operation of either
trestle span or bridge is lost, we can defer traffic to the alternate span with contra-
flow to keep the facility open.
b) The existing tunnels are being maintained to have a 100-year life expectancy. By
the time Chesapeake Channel Parallel Tunnel is completed in approximately 2056, the
existing Chesapeake Channel Tunnel will be 96 years old.
c) There is an average of 338 different lane closures per year in the tunnels due to
oversized escort loads, which increases the toll paying customers crossing time by
15-25 minutes.
d) There is an average of over 140 different elongated tunnel lane closures per year,
which add up to over 1,300 hours per year on average over the last three years, due to
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ENGINEERING
AND MAINTENANCE
ordinary maintenance work in the tunnels. This work is performed under full lane
closures with police escorts due to the unsafe environment for customers, employees,
and contractors. These hours do not include any projects that are performed in the
tunnels by contractors from time to time.
e) Without parallel tunnel completion, by the year 2030, 693,800 vehicles would
experience delays annually on the CBBT that would result in a cumulative 83,400
annual vehicle hours of delay due to the aforementioned reasons.
f) Projected worsening of levels of service provided to the toll paying traveling public
in the tunnels, primarily in May through September. By the year 2025, it is modeled
that 73% of seasonal customers (May 18 – September 10, each year) would experience
a level of service D or worse in Thimble Shoal Channel Tunnel.
g) Preparation for growth in customer volumes, both passenger and commercial,
which are estimated to grow conservatively at approximately 50,000 vehicles per year.
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O n April 1, 2013, Jacobs Engineering Group (Jacobs), the District’s consulting engineers,
submitted its Fiftieth Annual Report on the annual in-depth inspection and review of the
District’s operations and facilities. This inspection is conducted annually as required by
Section 504 of the District’s Revenue Bond Resolution Covenant. The inspection of the facility was
performed using inspection procedures that followed the general recommended guidelines and regu-
lations of the National Bridge Inspection Stand-
ards (NBIS) as defined in the Code of Federal
Regulations, the Federal Highway Administra-
tion (FHWA), and the Virginia Department of
Transportation (VDOT). In the Annual Report,
Jacobs commented that “The District uses and
sustains a very thorough and comprehensive
maintenance program that has been implemented and enhanced in a timely manner over the years.
Sound planning and foresight is utilized in deciding when to repair or replace the various aging and/or
deteriorating facility components. The entire facility continues to be in generally good condition.
This is especially noteworthy in consideration of the advancing age of many portions of the facility
and its location in a harsh marine environment. That many facility components have outlived their
expected lifespan is strong evidence of the success of the maintenance program and the dedication of
the District personnel responsible for its operation. Continuation of current maintenance and opera-
tion procedures is firmly recommended.”
Condition level assessments are completed every year by Jacobs Engineering, and the results
are an integral part of the District’s Audited Financial Statements, which are enclosed with this
report. The Commission continues to aggressively maintain the Chesapeake Bay Bridge-Tunnel’s
infrastructure in accordance with its infrastructure preservation policy, which states that at all times it
will maintain 90% of the facility at a generally good condition level or better (a rating of 7 out of a 9
point scale). Noticeable degradation in any one component area triggers the need for an infrastructure
repair, replacement, or renovation.
The Commission approved its Capital Projects in the District’s Long-Term Capital Projects
Plan, which extends to 2032. The large projects completed in 2013 are identified hereinafter.
A project to replace the roof of the Administration Building’s Maintenance Wing was
awarded to Block Roofing in the amount of $93,416.
Two Ventilation Building fan motors were removed
and reconditioned by EMS, which included new bearings,
inspection of insulation, reinsulated windings, and testing,
for a cost of $11,460. The District reinstalled the motors
with a crane purchased from David Round Company for
$8,480. The total project cost $19,940. A boiler was re-
placed in Ventilation Building 2 by Bay Mechanical for
$35,551. Additional parts for replacement were purchased
from Robert Hayes Co., Inc. for $1,245, bringing the total
project cost to $36,796. Skylights were replaced in all four Ventilation Buildings and North and
12
South Plazas by Roof Engineering Corporation for a total of $12,742. Roof Engineering Corporation
repaired and replaced soffits and fascia at North and South Plaza for a total cost of $43,465.
A bridge painting project, which entailed painting all steel portions of all bridges and trestles,
as well as the finger pier at Little Creek, was awarded to the
low bidder, Saffo Contractors, Inc., in September 2011. The
project was completed in October for a total of $11,167,600.
The project estimate on this prior to procurement was approxi-
mately $20,000,000.
A project to repair the fender system at North Channel Bridge, northbound, was awarded to
Precon Marine for $797,000 on July 10, 2012. The Notice to Proceed was issued on July 25, 2012,
with the project placed on temporary shutdown from July 25, 2012 to October 22, 2012, due to the
lead time required to obtain materials. The tem-
porary shutdown was extended from October 23,
2012 until March 28, 2013, due to winter weath-
er on the Chesapeake Bay and the waterborne
nature of this project. There were two change
orders totaling $6,275 to replace multiple broken
bolts and inserts on the piers. Total contingen-
cies were $396. This project was completed in
October for a total of $803,671.
The District replaced a pickup truck including radio and push bumper for $22,519, and
replaced four police vehicles, including light bars, push bumpers, cameras, and newly-designed decals
for $110,815. A TMA for Unit 650 was ordered from Whitlock Brothers for $17,948.
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The larger current and ongoing projects approved in the Long-Term Capital Projects
Plan include the following:
An underwater inspection of the entire facility is required every five years and one-fifth of the
structure is inspected each year. The 2013 underwater inspection of the substructure units of Trestle A
-NB, Trestle A Prime, northbound, and Trestle A, southbound, was awarded to Jacobs at a cost of
$646,100 on April 9, 2013. The project is approximately 50% complete with $261,599 paid to date.
This project recurs annually to keep the District in compliance with the Commonwealth and FHWA
Bridge Inspection Criteria. In addition,
this recurring project assures the
District is meeting the internal require-
ments specified in its infrastructure
preservation policy.
The design of a project to repave Thimble and Chesapeake Tunnels and the open approach
roads to the tunnels was awarded to Jacobs for $222,400 on January
10, 2012. With the design complete, the project was awarded to
Conrad Brothers in the amount of $4,986,343 at the Commission’s
April 9, 2013 meeting. Under roadway repairs to the north end of
Thimble Tunnel are complete. The contractor expects to be complete
with the south end of Chesapeake Tunnel soon. To date, $732,767 has
been spent on this project.
A project to replace the heat pump at Virginia Originals Gift Shop and Chesapeake Grill
Restaurant, on the CBBT’s southernmost island, is in process. A heat pump was ordered from
Damuth Trane for $25,329, and crane service will be required for $500, bringing the total projected
cost to $25,829.
Also at Virginia Originals and Chesapeake Grill, it became necessary to replace the
restaurant’s exhaust fans. Two Acme exhaust fans were purchased from Shultz and James, Inc. for
$6,933. Bay Mechanical will furnish and install registers and ductwork for $2,356; Virginia Air
Balance and Control Corporation will test and balance the fans for $800; and this project is estimated
14
to cost a total of $10,089.
Specifications for painting the tunnel ventilation systems were received from Jacobs in
December 2013. Invitations to bid this project were sent out on
January 21, 2014, and bids are due to be received on March 4,
2014. Invitations to bid for replacing windows in the Ventilation
Buildings were sent out in February 2014. Relays were ordered
from JoKell to replace the obsolete overload relays for exhaust
and blower fan motor controls. They will be replaced as they fail.
The total amount spent on this project is $2,026.
A replacement van was ordered from Capital Chevrolet for $20,595, with the radio being
provided by Motorola for $2,194, for a total project cost of $22,789. Also, projects are in place to
replace the tunnel flush truck and the scrub truck tank. Purchase of the flush truck is pending due to
the procurement process; however, the radio for this
vehicle was ordered from Motorola for $2,489.
Replacement of the scrub truck tank will soon be
complete, as the tank is on order with Carter
Machinery, and Carter also painted the boom,
pedestal, basket, and everything from the cab back
to match the cab for a total of $45,430. The scrub
truck tank should be received by March 1, 2014.
A project to replace four Navigation-Aid generators in CNC cabinets is still in progress. The
District purchased two Nav-Aid generators from Bay
Diesel for $34,160, and they have been placed into
service at CNC 8 and CNC 18. Two more generators
are on order with Bay Diesel for $34,160, for a total
project cost of $68,320. A project to replace traffic
signal LED lights across the facility is now pend-
ing. Approximately seven years ago, the traffic
control lights were upgraded to use lower power
15
16
LED fixtures. The primary advantage of the upgrade was a 90% reduction in the maintenance
required to keep the signals operational. The pixels in the fixtures are failing in accordance with the
anticipated product life. Parts will be purchased to replace the fixtures with the greatest usage.
A project to replace the roof and paint the Production Building at Little Creek continues. The
painting of the building was completed by Bob Terricino Painting Company for $18,150. An Invita-
tion to Bid for the roof replacement will be sent out in February 2014.
Trestle pavement crack sealing work progresses with a quote received from Sherwin
Industries, Inc. for product cost with the final price depending on quantities. All southbound trestles
are complete. Trestles A and B, northbound, are complete. Trestle C is partially complete. The
project is 75% complete with $38,292 paid to date.
The Maintenance Division’s Vehicle Shop is receiving a new ventilation system. The exhaust
system was ordered from Bay Mechanical for $29,800 and it is anticipated that it will be installed by
the end of February 2014.
A project to repair the southbound cable tray is
on schedule. Townsend Garage is fabricating 800 pair
of cable tray support connectors for a total of $12,771.
The installation of the plates will be put out to bid.
The lift face variable message sign power
supplies to Lanes 7, 8, 9, and 10 are being replaced.
The power supplies have been received and installed at a cost of $22,925. The original five-year
warranty period expired in January 2013, and the manufacturer phased the line of power supplies out
of service for a more reliable brand. Numerous replacements of the power supplies were required
under warranty demonstrating the need to upgrade these to a more reliable model for ease of mainte-
nance and public safety.
The radio and all components for the replacement of the base radio on Island 1 have been
ordered and received for a total cost of $18,826. This was the third and final District base unit to be
replaced. Repair for this model of base radio was no longer available. Funds were also allocated to
replace the associated remote control units located on the islands and facility buildings. The 22
remotes were in excess of ten years old and were also considered end of life. The final portion of
these funds was used to move the data link connection of the District radio away from the aged
SCADA system that is currently being replaced. Cabling and equipment was purchased to utilize the
existing fiber backbone for this link between the tunnel repeaters and the base repeater.
The Sign Control and Data Acquisition (SCADA) system refurbishment was designed by
Jacobs Engineering for $311,000. This project was awarded to Wellington Power Corporation on
July 16, 2013, in the amount of $13,880,000. Wellington is currently installing conduit and junction
boxes in the Ventilation Buildings, Plazas, and Administration Building. In addition, cable tray
installation on Trestle A, northbound, is nearly complete with cable tray installation on Trestle B,
northbound, commencing. The new platform and consoles have been installed at North Plaza. The
total amount spent to date is $2,275,026.
The new toll rate schedule went into effect on January 1, 2014, as previously stated. The
E-ZPass customers are receiving the discounted rate and the reporting upgrades are in the final stages.
As a part of this upgrade, funds were allocated to replace the individual toll lane controllers that were
six to seven years old. During this upgrade, the hardware interconnections were redesigned to reduce
the number of computers required to operate the toll system by 12, thus providing reduced operating
costs and increased reliability of the system. New toll lane controllers and interface extensions to the
toll booths were purchased for $60,307 to complete this first phase. The second phase of this project
is almost complete and will cost $179,531, for a total projected cost of $239,838.
A project to replace toll gate equipment is
underway. Four traffic gates have been ordered
from The Revenue Markets, Inc. in the amount of
$13,142. Due to age and wear, several of the toll
gates have required replacement in the past year.
This model of gate is no longer available from the
manufacturer. In order to maximize life of the
remaining gates, the two toll lanes that have the
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greatest traffic volumes will receive a new style of gate. This will allow the District to utilize
existing spare parts to maintain the older style gates and to optimize the availability of all toll lanes
for traffic throughput.
As related to the Parallel Thimble Shoal Channel Tunnel, the Commission awarded Jacobs a
Supplemental Agreement for the Mapping of Existing Conditions, in the amount of $191,000.00.
Jacobs is 7.9% complete and $15,037 has been spent, to date. Also at the Commission’s October
meeting, Jacobs was awarded a Supplemental Agreement for a Geotechnical Investigation in the
amount of $4,785,200. Jacobs is 0.4% complete and $20,260 has been spent, to date.
In November, the Commission also authorized a Request for Proposal for a Strategic Advisor
for the Parallel Thimble Shoal Tunnel Project. Request for Proposal invitation letters and advertise-
ments were mailed and posted on November 14, 2013. A pre-proposal conference was held on
December 10, 2013, at 10:00 a.m., with 21 people in attendance representing fifteen companies. An
Addendum letter was sent on December 16, 2013, answering all questions that were asked.
A collection of firms led by the engineering firm of Moffatt & Nichol was named Strategic
Advisor for the construction of the Parallel Thimble Shoal Channel Tunnel on the Chesapeake Bay
Bridge-Tunnel on Wednesday, January 22, 2014.
Headquartered in Long Beach, California with operations throughout North America, Europe,
Latin America and the Pacific Rim, Moffatt & Nichol is a leading global infrastructure advisor and
engineering design firm specializing in the planning and design of facilities that shape our coastlines,
harbors and rivers as well as an innovator in the transportation complexities associated with the move-
ment of freight.
The proposal team that was awarded as a result of this solicited procurement process will be
managed by the Norfolk, VA office of Moffatt & Nichol. This team also consists of the following:
Arcadis, an international company which provides consulting, design, engineering and
management services in the fields of infrastructure, water, environment and immersed
tunnels;
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OPERATIONS
D uring 2013, the Operations Division rendered assistance to 416 customers who experi-
enced some type of difficulty with their vehicles while crossing the facility. The Police
Department also issued 4,949 traffic summonses with 38 summonses issued for driving
under the influence. Additionally, the department handled three felony arrests during the calendar
year 2013.
During 2013, 20 reportable vehicular accidents occurred on the facility, which involved seven
personal injuries and no fatalities, and represents a decrease of seven accidents when compared with
27 accidents in 2012. As a result of the 20 accidents, estimated vehicle damage totaled $152,800, and
damage to District property totaled $39,200.
The Operations Division continues to work diligently to increase security throughout the
District. As a result, the Operations Division continues to attend meetings with personnel assigned to
the U. S. Coast Guard Marine Safety Office, the U. S. Navy Criminal Intelligence Services, and the
FBI concerning matters of potential terrorist activities.
The Chesapeake Bay Bridge-Tunnel Police
Department, in coordination with the Department of
Homeland Security (DHS), conducted a Visible Inter-
modal Prevention and Response (VIPR) Operation to
enhance security on and around this facility, which has
been labeled by DHS as a Critical Infrastructure. Ten
Pennoni Associates, Inc., a multi-discipline engineering and design consulting firm
specializing in bridge and highway engineering;
Nossaman LLP, a law firm with experience with TIFIA applications and project devel-
opment finance; and
Ernst & Young, a financial advisory firm with extensive experience in closing TIFIA loans
for public and private sector borrowers.
20
other state and federal agencies participated in these operations. There were
no explosives found, with only minimal delays to the traveling public.
Continuing law enforcement education included having a Corporal
attend an Internal Affairs Seminar; a Lieutenant attended a Core Disaster Life
Support Course; one Sergeant attended a class entitled, “Becoming an Even
More Effective Leader;” three Police Lieutenants attended a Reasonable
Suspicion training class; one Sergeant and two Police Officers attended a seminar entitled, “Illicit
Tobacco: Trafficking Patterns & Organized Crime;” and one Sergeant attended an FBI First Line
Supervisors’ Training Class. Additionally, the Chief of Police attended the Virginia Association of
Chiefs of Police Conference.
One Corporal attended a TASER Legal Seminar, as well as an ASP Instructor Certification
Seminar, and eight District Police Officers received their TASER Certification Training.
Additionally, seven District Police Officers received their TASER/ASP Recertification Training.
The Police Department is vigilant in identifying drivers under the influence of alcohol, and a
Police Lieutenant and a Police Officer attended a DUI Training Conference, and five Police Officers
were recertified as Breath Alcohol Operators.
The District’s Virginia Criminal Information Network (VCIN) terminal enables the District’s
Police Department to perform its own criminal background checks with the Department of Motor
Vehicles (DMV) without having to rely on the assistance of other police departments. During 2013, a
Corporal received Instructor Recertification; 16 Police Officers received recertification training for
the VCIN terminal; and a Master Police Officer received initial certification training for the VCIN
terminal.
The Chesapeake Bay Bridge-Tunnel Police Department conducted three Law Enforcement
In-Service Schools, which were attended by a total of 21 District Police Officers, 19 Accomack
County Deputies, 14 Northampton County Deputies, six Chincoteague Police Officers, two Cape
Charles Police Officers, three Onley Police Officers, two Onancock Police Officers, one Parksley
Police Officer, and one Bloxom Police Officer.
21
The CBBT Police Department continues to monitor and enforce speed limits on the facility,
and sixteen Police Officers received their Radar/Lidar Recertification training and testing. Addition-
ally, two Police Officers received Radar/Lidar Certification training.
Six District Police Officers attended a Firearms Requalification Course, and two Police
Officers attended Firearms Instructors’ Recertification training. Additionally, three Lieutenants, five
Sergeants, two Corporals and sixteen Police Officers received Firearms Familiarization and
Qualifications training during calendar year 2013.
One Corporal and two Police Officers received their General Instructor Recertification
Training. One Police Corporal attended a “Fundamentals of Crash Investigation” training class.
Eighteen Emergency Crew Workers and twenty Toll Collectors attended Customer Service Work-
shops entitled, “Star Service.”
The Chesapeake Bay Bridge-Tunnel offers travelers and birding enthusiasts the opportunity
to observe birds and waterfowl from its four
manmade islands. The Bridge-Tunnel's habitat of
concrete, steel, asphalt, and rocks located in open
water, makes an inviting rest stop for birds during
their spring and fall migrations. Birds and waterfowl
commonly seen on or near the Bridge-Tunnel
manmade islands include Northern Gannet, Brant,
Harlequin duck, Peregrine Falcon, Little Gull, King
Eider, Red-breasted Merganser, American Oystercatcher, Black-tailed Gull, and many others. During
2013, twenty bird watching tours were conducted.
The Chesapeake Bay Bridge-Tunnel District offers a driver's assistance program for
customers with a phobia of heights, bridges, tunnels, etc. By making arrangements in advance, the
Police Department will arrange for an employee to drive a customer's personal vehicle across the
Bridge-Tunnel. This service is provided to pre-empt an unsafe customer incident from occurring due
to any phobia which may present itself when driving across the facility. This service is offered to
customers traveling in an automobile, van, SUV, or pickup truck at no additional cost to the
22
FINANCE AND MARKETING
T he District continues to promote the Chesapeake Bay Bridge-Tunnel with advertising and
public relations through cooperative advertising and promotional efforts with surrounding
localities, the Coastal Virginia Tourism Alliance, the Virginia Tourism Corporation, and
the Virginia Hospitality and Travel Association. As a result of these efforts, response was made to
21,994 individuals requesting literature and information on the Chesapeake Bay Bridge-Tunnel and
surrounding areas. In addition to requests made by individuals for literature, more than 188,000
pieces of bulk mail (promotional brochures and toll schedules) were shipped to individual businesses
for display in their brochure racks. Website inquiries remained strong with 475,765 sessions
recorded in 2013.
The Eastern Shore Southern Gateway Welcome Center, located within the North Toll
Plaza Rest Area and operated by the Eastern Shore of Virginia Tourism Commission, continues to
thrive and is now an official “State Certified” welcome center. With this distinction, it will carry
more regional brochures and will see a cost savings in the distribution of the Eastern Shore Travel
Guide in all Virginia Welcome Centers. The travel ambassa-
dors, comprised largely of volunteer staff led by Welcome
Center Manager Allan Burns, actively engage the visitors when
they come into the Center in order to determine their vacation
preferences and to convert them from “travelers” to “visitors,”
as they guide them to the many Eastern Shore attractions and
amenities. A total of 110,888 visitors were welcomed during
the 2013 calendar year, a 0.7% increase over visitation in 2012.
More than 500,000 visitors have been welcomed since the
Welcome Center opened their doors in August 2009.
customer. However, customers must make arrangements in advance for this service. During 2013,
the Operations Division assisted 286 customers by driving them across the facility due to phobias,
age, or other concerns.
23
The Virginia Beach Visitor Counter,
which is located within the footprint of Vir-
ginia Originals on the Bridge-Tunnel’s southern-
most island and staffed by the City of Virginia
Beach, also continues to grow in popularity
with our travelers. In 2013, more than 35,000
guests were assisted by Virginia Beach ambassa-
dors, providing information to travelers that
were headed to Coastal Virginia, which includes
not just Virginia Beach but also the cities of Norfolk, Portsmouth, Hampton, Newport News,
Chesapeake, Isle of Wight, and Williamsburg. Since opening in July 2010, they have assisted
more than 136,000 travelers with directions, reservations, and travel plans.
As has been the practice for many years, the District again donated funds to Eastern Shore
Rural Health Service, Inc., which in turn are used to purchase scrip toll tickets for local residents who
are approved for medical toll assistance to travel across the Chesapeake Bay for medical reasons.
This Medical Tolls Program has benefited many Eastern Shore residents over the past twenty-one
years.
In 2010, the Educational Toll Program was developed to assist students commuting across the
Chesapeake Bay Bridge-Tunnel for the purpose of furthering their post-secondary education. This
program is a partnership between the Chesapeake Bay Bridge-Tunnel and the Eastern Shore Com-
munity College, who administers the Educational Toll Program.
The District established a Wellness Committee to promote a healthier work environment for
all employees. Initiatives included seminars on will and estate planning, fundamentals of financial
planning, as well as biometric screenings. The Wellness
Committee continues to promote new and innovative re-
sources for employees to better themselves. The District’s
Fitness Room, established in 2012, continues to be a draw
for health-conscious employees. Additionally, a free flu
shot clinic was held in October for all District employees.
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The District, working in conjunction with the American Red Cross Mid-Atlantic Region, con-
ducted three successful blood drives during the year and
collected a total of 71 units of blood. The District con-
tinues to participate in the Double Red Blood Cell Tech-
nology, a process that is the most efficient, donor-
friendly method of collecting the blood components
most frequently needed by patients in our community.
The District continues to participate in area Job
Fairs, as well as Career Days that are hosted by local schools and Chambers of Commerce on Virgin-
ia’s Eastern Shore. Through its partnership with the Coastal Virginia Tourism Alliance and in
support of National Tourism Week, the District and the Eastern Shore Tourism Commission
participated in “Thank a Visitor Day” at the Norfolk International Airport.
Since 1987, the Chesapeake Bay Bridge-Tunnel has participated in the Special Olympics
Torch Run. Designed to provide police officers an opportunity to volunteer with Special Olympics in
communities where they live and work, the Torch Run is their signature event. The Special
Olympics’ “Flame of Courage” was
carried over more than 2,000 miles
of Virginia’s roadways to Richmond
to open the largest state competition
for athletes with disabilities. On June
5, six District Police Officers repre-
sented the Chesapeake Bay Bridge-
Tunnel as they participated in the final
leg of the race down the Eastern Shore of Virginia, running the final mile on the south side of the fa-
cility and passing the torch to awaiting Officers in Virginia Beach. Efforts for this year’s event
involving the Bridge-Tunnel netted over $1,184 for the Special Olympics.
Each year, District employees and Commission members participate in the Northampton
County Department of Social Services’ “Angel Tree” Christmas program, as well as a food and
clothing drive that benefits the Eastern Shore Foodbank. Through our efforts, 30 angels, from new-
born to age 11, were provided with needed clothing items and toys. Non-perishable food items and
25
$140 in monetary donations were collected for the Foodbank.
The District continues to develop and publish a travel
events calendar that highlights events up and down the East
Coast and throughout Coastal Virginia. Annual Tide Tables are
also published in-house for distribution to anglers on the south-
ernmost island. A tailored E-ZPass brochure was also created
for dissemination to our travelers that have questions not only
about how the electronic toll collection system works, but also
about the changes to the CBBT toll rate schedule and E-ZPass
discounts.
Throughout the year, tours of the facility were
provided to various school groups and associations,
including members of LEAD Hampton Roads, Virginia
Beach Rotary, a delegation from South Korea, travel
writers, and local newspaper reporters. The tours continue
to be very well received and the participants leave with a
vast amount of knowledge regarding the District, its
mission, general operations, and maintenance.
The District continues to work with local
news media and travel writers, as well as
Virginia Tourism Corporation. Several FAM
(familiarization) tours were held throughout the
year in an effort to publicize and promote the
Chesapeake Bay Bridge-Tunnel, as well as
Virginia’s Eastern Shore to various markets.
The District also participated with Virginia
Tourism Corporation in the local “rollouts” of
the Statewide Tourism Plan.
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The Chesapeake Bay Bridge-Tunnel began accepting
E-ZPass in 2007, and a temporary sales office was established at
the CBBT to enroll customers in the electronic toll collection
system. This temporary office was closed in February 2008;
however, CBBT personnel continued to provide assistance to all
E-ZPass customers by answering questions, troubleshooting
accounts, solving problems, and opening and closing accounts.
In April 2013, the CBBT was able to further assist its customers
by offering “On-The-Go” transponders for purchase in the
Administration Building. Then, in preparation of toll rate
changes and discounting that would require the use of E-ZPass
on this facility, the CBBT opened a satellite office at the Eastern
Shore Chamber of Commerce building in Melfa, Virginia, on November 1. In 2013, the District
assisted more than 3,200 customers with their E-ZPass accounts and sold more than 2,100
transponders at its two locations. More than 45% of the District’s customers are utilizing E-ZPass
in the toll lanes. Transponder retail partners that have been integral in the marketing process on
Virginia’s Eastern Shore include Rayfield’s Pharmacies, H. W. Drummond and H & H Pharmacies.
The District continues to maintain and improve its website. The downloadable iPod tour of
the Chesapeake Bay Bridge-Tunnel continues to be popular with its visitors. To further enhance its
communications with travelers, the CBBT went live with its Twitter account, @FollowTheGulls, in
March 2013. Travelers that “follow” the CBBT may stay connected and informed of up-to-date
traffic and weather conditions on the facility, as this social platform is used to disseminate infor-
mation regarding wind restrictions, potential delays, or other incidents that may impact travelers.
District employees continue to support the Eastern Shore of Virginia’s United Way campaign.
Employees pledged $13,212 to this year’s campaign, “Uniting the Shore…One Person at a Time,”
thus providing valuable support to community organizations and non-profit agencies.
Virginia Originals LLC, operated by Chris and Kellson Savvides of Virginia Beach, success-
fully completed their third full calendar year of the lease for the restaurant and gift shop facilities on
the CBBT’s southernmost island, known as One Island on the Bay. The facilities were completely
renovated in the spring of 2010, and re-opened in early July 2010, under the name of Virginia
COMMISSION
27
Originals and Chesapeake Grill. Virginia
Originals LLC continues to focus on
providing food and retail products that rep-
resent the Commonwealth and their venue
and offerings continue to be well received
by the
traveling
public. In 2013, the District received $234,513 from the lease of
the establishment.
The District purchased property at Little Creek in 1995, to
be used as a staging area for the construction of the Parallel Cross-
ing Project, and Phase I of the Project was completed in 1999. The property on Little Creek Harbor
is now being leased to several tenants and is producing excellent income for the District. In 2013,
income from leases of the Little Creek property totaled $813,557. The four tenants include Marine
Spill Response Corporation, $381,314; Precon Marine, $277,360; TransAtlantic Lines, $133,607; and
Chesapeake Bay Tower Associates, $21,276.
T he members of the Chesapeake Bay Bridge and Tunnel Commission have worked
diligently during 2013 in administering the affairs of the District in the best interest of the
bondholders and the traveling public. The term of Gregory L. Duncan, representative
from Accomack County, expired on May 14, 2013. We were pleased that Deborah Christie and
Thomas W. Meehan were appointed to the Commission as representatives from Accomack County
and the City of Newport News, respectively.
In January, the following officers were elected by the Commission to serve the term beginning
March 1, 2013, and ending February 28, 2014: Aubrey L. Layne, Jr., Chairman; Thomas B. Dix, Jr.,
Vice Chairman; and Frederick T. Stant, III, Secretary-Treasurer. Aubrey L. Layne, Jr., the outgoing
Commission Chairman, resigned from the Commission on
January 12, 2014, to assume his appointment of the
Commonwealth’s Secretary of Transportation. Mr. Layne’s
election as CBBT Commission Chairman was the first time
in the history of the Chesapeake Bay Bridge-Tunnel that a
Commonwealth Transportation Board gubernatorial
appointee has held this position.
In May, the Commission approved the operating
expense budget for the District for fiscal year 2013-14, in
the amount of $14,287,730, which was a 2.5% increase
versus the prior year.
The Commission held its third Chesapeake Bay
Bridge and Tunnel Commission Alumni Society meeting in
February. It was a great opportunity to keep in touch with
former Commission members and to update them on what
has transpired at the District in the past year.
The Commission and staff look forward to cele-
brating the 50th Anniversary of the Chesapeake Bay Bridge-
Tunnel on April 15, 2014, and have prepared a commemora-
tive book on its illustrious history and have planned other
projects and opportunities for this monumental milestone.
The outstanding performance and loyalty of the
District’s employees and staff, under the direction of Mr.
Holland, in the operation, maintenance, and promotion of
the Bridge-Tunnel, and in carrying out the policies set forth
by the Commission is recognized and appreciated by the
Commission.
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Thomas B. Dix, Jr. Vice Chairman
Accomack County
Paul R. Hedges City of Chesapeake
Frederick T. Stant, III Chairman City of Virginia Beach
John W. Salm, III, P. E. Northampton County
Jennifer Lee Secretary-Treasurer City of Portsmouth
John W. White Northampton County
B. Wayne Coleman City of Norfolk
Christopher G. Stuart City of Hampton
Deborah Christie Accomack County
Thomas W. Meehan City of Newport News
Jeffrey B. Holland Executive Director
John F. Malbon Commonwealth Transportation Board
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CHESAPEAKE BAY BRIDGE AND TUNNEL DISTRICT
FINANCIAL STATEMENTS FOR CALENDAR YEAR 2013
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TT he dream of a structure bridging the lower Chesapeake Bay to connect Virginia’s Eastern Shore with the mainland of Virginia became a reality with the opening of the Bridge-Tunnel on April 15, 1964. This accom-plishment can be attributed to the foresight, leadership, and untiring efforts of Lucius J. Kellam, Jr. of Belle
Haven, Virginia. He served continuously from 1954 as Chairman of the Chesapeake Bay Bridge and Tunnel Commis-sion and the former Chesapeake Bay Ferry Commission until 1993, when he was named Chairman Emeritus and con-tinued to serve as an active member of the Commission until September 24, 1995. He was lauded as a diplomat, an executive, a public-spirited citizen, a man of the highest integrity, and a Virginia gentleman.
II n recognition of the outstanding contributions made by Lucius J. Kellam, Jr., and his continued dedication to this major transportation facility, the members of the Chesapeake Bay Bridge and Tunnel Commission, by resolution dated August 11, 1987, named this crossing in his honor. Kellam will be long remembered for his outstanding
contributions to the Chesapeake Bay Bridge and Tunnel Commission and the Commonwealth of Virginia.
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